Effect of computer self‐efficacy on the use of executive support systems
| DOI | https://doi.org/10.1108/02635570110394626 |
| Pages | 227-237 |
| Date | 01 July 2001 |
| Published date | 01 July 2001 |
| Author | Shin‐Yuan Hung,Ting‐Peng Liang |
| Subject Matter | Economics,Information & knowledge management,Management science & operations |
Effect of computer self-efficacy on the use of
executive support systems
Shin-Yuan Hung
Department of Information Management, National Chung Cheng University,
Taiwan, Republic of China
Ting-Peng Liang
Department of Information Management, National Sun Yat-sen University,
Kaohsiung, Taiwan, Republic of China
Introduction
The evolution of information technologies
and increased competitiveness in the
business world have created demand for
information systems that would help top
executives make tough decisions.
Information systems that provide executives
with easy access to internal and external
information are called executive information
systems (EIS). EIS that provide analytical
capabilities in addition to information
retrieval are called executive support
systems (ESS). The capabilities of ESS may
include support for electronic
communications, data analysis, and other
organizational tools (Watson et al., 1997).
Since the decision making is becoming more
and more complicated and volatile, previous
research has shown that ESS are indeed
helpful to executives. Unfortunately, the use
of ESS in practice is not as popular as it
should be (Liang and Hung, 1997; Rai and
Bajwa, 1997). It is, therefore, interesting to
know why certain executives use ESS, while
others do not.
One possible factor that may explain the
asymmetry in ESS use is that certain
executives feel uncomfortable in using
computer-based tools. Those who feel more
comfortable with computers would use more
ESS, whereas those who feel uncomfortable
would not. Computer self-efficacy (CSE)
refers to an individual's judgment on one's
capability to use a computer. Existing
empirical studies have shown that CSE has
significant positive relationships with
information systems use (Compeau and
Higgins, 1995a; 1995b; Igbaria and Iivari, 1995;
Venkatesh and Davis, 1996; Marakas et al.,
1998; Compeau et al., 1999). However, the
effect of CSE on ESS use has not been
explored.
In this study, a field experiment was
performed on a group of 16 executives from
six different construction companies to
examine the role of CSE in ESS use. Four
task scenarios were designed and tested with
the assistance of two executives. Eight
prototype systems were developed based on
specifications defined in extensive interview
sessions and then used in the experiment.
The results indicate that CSE indeed has
effects on the use of ESS.
The rest of this paper is organized as
follows. The next section reviews related
literature. This is followed by describing the
research methodology. Then, we summarize
the experimental results. Finally,
implications of the findings are discussed.
Literature review
Executive support systems
Research in ESS emerged from the early
1980s. Because of the increased complexity
and volatility in decision making, ESS that
provide information and analytical tools to
help executives are considered critical to
improving decision performance. Previous
research in the area has cumulated a
substantial amount of knowledge in the
following aspects.
1ESS foundation: what an ESS is, why do
we need ESS, and what factors influence
the diffusion and application of ESS?
2ESS architecture and functions: what are
the key components of an ESS, what
information technologies can be applied to
building an ESS?
3ESS development and applications: what
methodologies and tools can be applied to
facilitate ESS development, what are
proper applications for ESS in the real
world?
4ESS impacts and evaluation: what and
how an ESS can help the executive solve
problems and learn from past experience.
Results from previous research (Young, 1983;
Silverman, 1985; Weber 1986; Cats-Baril and
Huber, 1987; Sauter, 1999) have indicated that
executives need both analytical and intuitive
tools to support hard decisions. Analytical
tools are mainly designed to support
quantitative analysis or left-brain activities.
Many analytical tools, such as status access,
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[ 227 ]
Industrial Management &
Data Systems
101/5 [2001] 227±236
#MCB University Press
[ISSN 0263-5577]
Keywords
Information systems,
Field research,
Executive information systems
Abstract
Computer self-efficacy (CSE) is
generally considered to have a
positive effect on information
systems use. Its effect on using
executive support systems (ESS),
however, has not been studied.
This research elucidates the effect
of CSE on ESS use by undertaking
a field study on a group of 16
executives in the construction
industry. The results indicate that
executives with a lower CSE prefer
more powerful systems (i.e. ESS
with both analytical and intuitive
tools). Executives with a higher
CSE, on the other hand, prefer
systems consisting of tools that
can cognitively fit the task they
perform. Implications for future
application and research are
discussed.
The authors would like to
thank the National Science
Council of the Republic of
China for its partial
financial support to this
research under grant
Contract No. NSC 87-2416-
H-110-014.
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